Harriet Hall’s employees at Jefferson Center for Mental Health praise her ability to innovate and stay current on changes in health care. “She seems to have her finger on the pulse of what is to come,” one survey respondent wrote.

Another described her as “great at setting a vision and a positive culture” and skilled at financial decision making.

With more than 540 employees at locations in Jefferson, Clear Creek and Gilpin counties, Jefferson Center serves more than 100,000 people every year. Hall has worked at Jefferson Center since 1981 and been CEO since 1984.

Q. Did you have a mentor or another person who helped you develop as a leader?

A. I’ve had a fair number of mentors, peers and managers who inspired me. There was one big disappointment. When I decided my goal was to be CEO of a mental health center, I really wanted a woman mentor, and I never found one. As a result, I really wanted to be one and have tried to be one for other women.

Q. What advice do you give to new managers at the center?

A. Lots of things that are important. “Keep your ears open and listen” is certainly a big one. Not being afraid of change. Really valuing and caring for your people. That’s three. I wish someone had told me, “Believe in yourself and go for it.”

Q. Jefferson Center moved from the midsized to the large category in the Top Colorado Workplaces survey this year. What accounts for this growth?

A. This is a really amazing time for health care and behavioral health. The Affordable Care Act and mental health parity have brought about pretty complicated changes that can be difficult to understand. I’m not afraid of change; I really like change and embrace it. We’ve had a huge increase in caseload. We’ve added 100 new staff members to meet the impact of the ACA and especially the Medicaid expansion, which brought in a lot of people who had no place to go for behavioral health care until now.

Q. What are the particular challenges of running a not-for-profit organization?

A. Our biggest ongoing issue is matching the resources to the needs. A nonprofit has to be as well-run and -managed as a for-profit business and willing to market itself in order to be successful. We are such a mission-driven organization. But at the same time, you have to be focused on the bottom line, because: no money, no mission.

Instead of expecting handouts, we had to figure out how to get the resources we needed so we could be more proactive. You do that by being bottom-line-oriented and profit-oriented. We don’t call it that, but what for-profit businesses think of as “profit” allows nonprofit businesses to meet the needs that nobody else is meeting.

Casey Neistat admits that the logistics of running a business isn’t his speciality. Instead, he shared with Denver Startup Week audiences how he went from high school dropout to an HBO show, a New York Times partnership and later, an app that got started while on a fellowship at the Massachusetts Institute of Technology.

Twitter is defending its decision not to remove a controversial tweet by President Donald Trump on Saturday that targeted North Korea, in a six-tweet response to critics who argued that Trump violated the platform’s rules.